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Welcome to The Argenti System of Strategic Planning

We are the designers of a strategic planning process which, over the past four decades, has been used by 2000 companies and NPOs around the world. Many of them have since become world class performers. The depth and breadth of our experience is unrivalled - see ‘What Our Clients Say’ and ‘A few of our Clients’ below

We have learned many lessons which other planning systems have failed to grasp. Two of these are profoundly significant. Firstly that the starting point for a successful strategic plan is categorically not to announce a Mission or Vision Statement. Instead your planning team must move carefully through the ‘Argenti Purpose Sequence’ ©. For a free copy, Get Started.

Secondly that, throughout the process, you must avoid all detail. It is notoriously easy to break this rule but if you do it will wreck your entire planning process. Our process shows you how to concentrate like a laser on what we call ‘The Strategic Elephants’. Get this bit wrong and you will fail to see the wood for the trees.

See the Executive Tour above for a brief description of The Argenti System.

Executive Tours

What Our Clients Say

Argenti for Groups

“It’s the best planning system I have seen”

Minter Ellison

Trevor Eastwood,
ex Chairman Wesfarmers

Argenti for NPOs

“The process is common sense and straight forward.”

Aalberts Industries

Chris Hardy, MD,
City of Chester

Read case study>

Argenti for SME’s

“Argenti is a means of training and embedding strategic thinking within the business so that managers are self-sufficient in the future.”


Peter Murphy,
MD, Pickersgill

Read case study>

Argenti in industry

“It gave us new focus and the impetus to drive change.”

Aalberts Industries

Mike Saunders, divisional MD,
Aalberts Group NV

Read case study>

Argenti in Banking

“It forces each of our businesses to call out their elephants. If you don't face into these issues, they will have a material impact”


Cameron Clyne,
CEO National Australia Bank

Argenti in Shipping

“it is a good structured approach to strategic planning”

Minter Ellison

Dom Figliomeni, CEO
Port Kembla Port Corporation

Argenti in Legal Services

“Argenti forced us to get crystal clear on where we wanted to get to and the key planks for getting there”

Minter Ellison

Guy Templeton, CEO,
Minter Ellison

Strategic Planning – What is it?

Everyone knows what strategic planning is, don’t they? Surely CEOs, CFOs, MBA’s do? We don’t want to offend anyone but – no, not everyone knows. Most people think it’s the same as business planning, which in turn is a bit like operational planning and budgeting.

Try this - just for a moment jump out of your organization and imagine you are a farmer. You would plan your crops every year: corn in this field, carrots in that one – and so on. This is your ‘Operational Plan’. Next you can work out how much seed and fertilizer you need – and, knowing their prices, you can develop your ‘Budget’ for next year. If you do this for the next 3 years you will have produced a three–year ‘Business Plan’ which gives you (and your bank manager) a good idea of your profit for that period ahead.

This doesn’t come anywhere near to being a strategic plan!

So what would be strategic?

‘Going organic’ would be. Going genetic. Buying your neighbour’s farm. Selling out and retiring. These are strategic. Each transforms everything you have been doing.

OK. Now we’ll let you jump back into your organization. Every organization has to do or update a strategic plan occasionally – such as during a global economic disaster. So what will your strategic plan need to include?

Now see how (briefly) to do it in our Executive Tour.


Strategic Planning: Where do you start?

‘Every journey starts with a single step’, it is said. So you’d better make sure your first step is in the right direction! We believe that the correct first step for almost every organization is to form a Planning Team.

But where should that team start its discussions? Today the most popular starting point is to make a Vision or Mission Statement. We believe that is a fatal mistake.

If you start with a Vision Statement the very word demands that you say something ambitious, pompous or pretentious. ‘To become the world’s leading company for automotive products and services’ says Ford in their website – but they used to be nearly that about fifty years ago and manifestly are never going to be again. You almost cannot make a low–key, down–to–earth Vision Statement and, let us admit it, the best strategy that many organizations can hope for in this brutal world is just avoiding disaster! One crumb of advice for strategic planners might be – be a little bit sensible.

When a CEO, on his own, makes a Vision Statement, without the restraining influence of a team of his colleagues around him, it is an open invitation for him to go on an ego–trip. Most CEOs do not need any encouragement in that direction!

Please proceed to the Executive Tour for information on The Argenti System


Two Strategic Aims

Every strategic plan we have ever seen aims to achieve some ambitious goal – companies want far more profits, schools want far better exam results, hospitals much quicker cures – and so on. Often these aims are not just ambitious but absurdly so. They take little account of the world we live in being perverse or that our plans always go wrong – especially long range ones.

The Argenti System suggests that, if you wish, you can design a set of strategies which will achieve not one target, but two. Your strategies will then take your organization (1) to a satisfactory performance but (2) will protect your organization from a miserable one. Few ‘experts’ in this area have understood that organizations not only have to perform well but they also must not become a disaster.

Please proceed to the Executive Tour for information on The Argenti System


The Strategic Elephants

We have observed, from our extensive experience with companies and NPOs around the world, that no organization needs more than approximately six strategies to deal with all its most critical – ‘strategic’ – problems and opportunities. Everything else that is right or wrong in every organization is due to one of these few Big Issues.

Suppose you experience high labour turnover, poor productivity and high sickness absences; you have not got three problems, you only have one – your poor Human Resource policy. Get ‘How You Treat Your Employees’ right, which is the elephant here, and all these problems will go away. The Argenti System shows you how to identify your elephants and how to design a set of strategies to deal with them.

By the way, did you notice that the example above referred to a management problem? Yes, strategies do not just relate to acquisitions and closures, products and markets, which are what the strategy literature is mostly about. We find about half of everyone’s strategic elephants are about management, finance, R&D, logistics…

Please proceed to the Executive Tour for information on The Argenti System


Please proceed to the Executive Tour for information on The Argenti System

A few of our Clients

  • Adelaide Bank
  • Albright & Wilson
  • All Saints College
  • Alpha Group Mexico
  • Australian Airlines Ltd
  • Avon Overseas Ltd
  • B & Q Supercentres
  • Banco Santander
  • Bank of Ireland
  • Barbados National Bank
  • Barnardo's SW/SW Division
  • BHP Billiton
  • Botswana Power Corp
  • British Aerospace
  • BUPA
  • Buton spa Italy
  • Chaudri Group
  • Chester City Council
  • Combat Stress
  • Crane Fruehauf Ltd
  • Dalrymple Coal Terminal
  • Delhi Petroleum
  • Dowty Group plc
  • Dyno Nobel Inc
  • Eastleigh College of FE
  • Gabinete Consultores Assoc
  • Globol gmbh
  • Iluka Resources Limited
  • Iskra Ltd
  • Lafarge Aluminous Cement Co Ltd
  • Lembaga Tabung Haji
  • Mahaweli Economic Agency
  • Makhteshim Agan
  • Malaysia Berhad
  • Montrose Harbour Trust
  • Multiplex Group
  • National Australian Bank
  • Natural History Museum
  • PDL-Wylex SDN.BHD
  • Pfizer Chemical Corp
  • Pirelli General Plc
  • Portakabin Ltd
  • Presbytarian Ladies College
  • Royal Military College of Science
  • RSA Examination Board
  • RUAS Showgrounds
  • Sassoli Family Trust
  • Schiaparelli Paris
  • Sydney Botanical Gardens
  • Sydney Opera House
  • Wunan Foundation
  • Yakka pty
  • Zambia Electrical Supply Co